Services ERP

An ERP for service businesses — agencies, AMC providers, facility and manpower services, equipment maintenance: contracts and service-level agreements, job and ticket scheduling, field-staff management, recurring billing and per-contract profitability. Status: deployed and demonstrable.

What service businesses actually sell, and how it leaks

Time and promises. Both leak in ways that inventory-based businesses do not experience.

AMC visits due diverge from visits performed, and nobody notices until a renewal conversation where the client remembers the gap better than you do. Tickets live in WhatsApp with resolution held in memory. Field staff deployment runs on morning phone calls. And month-end billing reconstructs work from fragments — always missing some, always in your customer’s favour, because the fragments that survive are the ones somebody chased.

The result is revenue leaking at billing and credibility leaking at renewal, from the same root cause: the work was real and the record was not. Contract mein likha tha; kiya bhi tha; bill mein aaya nahi.

What the system covers

• Contract master. Scope, service levels, visit schedules, renewal dates chased automatically. The contract stops being a PDF somebody signed and becomes the thing the operation runs against.
• Jobs and tickets. Logged, assigned, scheduled and closed with proof — photographs, signatures, readings. Evidence captured at the moment rather than assembled at dispute.
• Field operations. Day plans, attendance at site, offline capture, built on the same field platform that runs collections and deliveries.
• Recurring billing. AMC cycles invoiced automatically; one-off jobs billed from completed tickets so nothing performed goes unbilled.
• Materials and spares against jobs, so consumption is attributable rather than absorbed.
• Contract profitability. Revenue against manpower, materials and travel, monthly, per contract.

The report that changes the business

Contract profitability, and specifically the loss-making ones.

Every multi-contract service business has at least one contract that costs more to deliver than it earns — usually an old one, priced years ago, with scope that expanded quietly through goodwill. It survives because nobody computes it, and because the client is pleasant and the relationship is long.

Once each contract reports its own economics monthly, that conversation becomes possible: reprice, rescope, or exit deliberately. Not every loss-making contract should be dropped — some are strategic — but every one should be a decision rather than an accident. Most owners find two of them in the first quarter.

Deployment

Contracts and their schedules first, because the renewal and visit-tracking value starts immediately. Then tickets and field capture, which is where staff habits form and where the design has to be forgiving. Then billing, once the ticket data is trustworthy enough to invoice from.

The order matters: billing from unreliable ticket data produces disputes and destroys confidence in the whole system within a month.

What it does not do

It does not replace the technical skill your business sells, and it does not manage your people for you. It will not rescue a contract that was mispriced at signature — though it will tell you, early, that it was.

And it is not an enterprise field-service platform with route optimisation and predictive maintenance. For a business running a few hundred contracts and a field team, that scale of tooling costs more than the leakage it prevents, which is the honest reason this product exists in the middle.

The three numbers a service owner should see monthly

Visits promised against visits delivered, per contract. The renewal-conversation number, and the one that most often reveals a quiet under-delivery nobody intended.

Billed against billable. Work completed that reached an invoice, versus work completed. In most service businesses the gap is concentrated in ad-hoc jobs performed as favours during a contracted visit, and once it is visible it usually closes without anyone becoming less helpful.

Margin per contract, with manpower, materials and travel attributed. The report that identifies which relationships are subsidising which.

All three come from data the system captures while people do their jobs. None requires a separate reporting exercise, which is why they stay accurate after the initial enthusiasm fades.

Deployment sequencing, restated

Contracts, then tickets and field capture, then billing. Attempting billing before ticket data is trustworthy produces disputed invoices and a team that stops believing the system, and recovering from that is harder than sequencing correctly in the first place.

For a business running a handful of contracts, the whole sequence is weeks. For manpower operations across many sites, the pilot runs on one client’s sites before anything else moves, so the configuration is corrected against one client’s reality rather than against every client’s at once.

Related reading

/products/field-operations — the field layer underneath · /industries/contractors — project-based siblings · /products/whatsapp-automation — visit reminders and client updates · /products/company-os — the owner’s consolidated view

The renewal test

Take your next contract up for renewal. Can you prove, in one screen, every visit promised and every visit delivered? If not, that renewal conversation is happening on memory — theirs and yours. /contact — service dena aapka kaam, prove karna system ka.